Strategic foundations for the development of the workforce potential of healthcare organizations under conditions of digital transformation
DOI:
https://doi.org/10.26906/EiR.2026.1%20(100).4383Keywords:
workforce potential, digital transformation, strategic development, healthcare organizations, digital competencies, personnel management, healthcareAbstract
The article examines the strategic foundations for developing the workforce potential of healthcare organizations under conditions of digital transformation. The relevance of the study is determined by the growing impact of digital transformation on the workforce potential of healthcare organizations, the persistent shortage of health professionals, and the increasing demand for digital competencies and new approaches to personnel management. In modern healthcare systems, workforce potential should be understood not only as the numerical availability of staff, but as a strategic combination of professional, adaptive, managerial, and digital capacities that determine the ability of healthcare organizations to function effectively in a changing technological environment. The purpose of the article is to substantiate the strategic foundations for the development of the workforce potential of healthcare organizations under conditions of digital transformation. The study is based on the use of analysis, synthesis, comparison, generalization, systems approach, structural-functional analysis, and logical modelling. The article examines how digital transformation changes the logic of workforce development management and argues that healthcare organizations need to move from traditional personnel administration to strategic management of workforce development. Particular attention is paid to digital competencies, continuous professional development, digitalization of HR processes, support for professional resilience, and the formation of organizational readiness for change. The study substantiates that strategic workforce development should combine staffing policy, digital upskilling and reskilling, support for professional resilience, data-based HR management, and meaningful evaluation of development outcomes. Prospects for further research are associated with the development of methodologies for assessing the digital maturity of workforce potential in healthcare organizations and the design of indicators for evaluating the effectiveness of strategic personnel management in a digital environment.
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1. World Health Organization. (2025). Health workforce education and training. Available at: https://www.who.int/teams/health-workforce/health-workforce-education-and-training
2. World Health Organization. (2024). Global strategy on digital health 2020-2027. Available at: https://apps.who.int/gb/ebwha/pdf_files/EB156/B156_35-en.pdf
3. Ministerstvo okhorony zdorovia Ukrainy. (2024). Ukraine Health System Development Strategy 2030. Available at: https://shorturl.at/rscwu
4. OECD. (2025). Health at a Glance 2025. Available at: https://www.oecd.org/en/publications/health-at-a-glance-2025_8f9e3f98-en.html
5. Mauro, M., et al. (2024). Digital transformation in healthcare: Assessing the role of healthcare workers’ skills and competencies. Technological Forecasting and Social Change. No. 209, Article 123781. Available at: https://www.sciencedirect.com/science/article/pii/S0040162524005791
6. Galazzi, A., et al. (2025). Development and validation of recommendations to support healthcare professionals in the digital transformation of their daily practice: findings from an international consensus development method. BMC Health Serv Res. No. 25, 929 (2025). Available at: https://link.springer.com/article/10.1186/s12913-025-13079-9
7. Williams, G. A., et al. (2025). Transforming digital skills and competencies in the health and care workforce. Available at: https://shorturl.at/FATcF
8. Frisinger, A., Papachristou, P. (2024). Bridging the voice of healthcare to digital transformation in practice – a holistic approach. BMC Digit Health. No. 2, 12. Available at: https://link.springer.com/article/10.1186/s44247-024-00066-z
9. Kulju, E., et al. (2024). Educational interventions and their effects on healthcare professionals’ digital competence: A systematic review. International Journal of Medical Informatics. No. 185, Article 105396. Available at: https://www.sciencedirect.com/science/article/pii/S1386505624000595
10. Tenggono, E., Soetjipto, B. W., & Sudhartio, L. (2024). Managing digital transformations: the intermediary function of digital readiness in facilitating strategic renewal within the healthcare industry. Cogent Business & Management, no. 11(1). Available at: https://www.tandfonline.com/doi/full/10.1080/23311975.2024.2423276
11. Brommeyer, M., et al. (2024). Organizational factors driving the realization of digital transformation benefits in health care. Journal of Healthcare Leadership. 16, 455-472. Available at: https://www.tandfonline.com/doi/full/10.2147/JHL.S487589
12. Ferreira, J. C., et al. (2025). Empowering health professionals with digital skills to improve healthcare delivery: A systematic review. Healthcare. 13(3), Article 329. Available at: https://www.mdpi.com/2227-9032/13/3/329
13. Di Mattei, V. E., et al. (2025). Preparedness for the digital transition in healthcare. Healthcare. 13(20), Article 2556. Available at: https://www.mdpi.com/2227-9032/13/20/2556
14. Morin, A., et al. (2025). A crosswalk between nurse leader digital transformation guiding principles and core competencies. Nurse Leader. 23(1), 15-18. Available at: https://www.sciencedirect.com/science/article/abs/pii/S1541461224003185
15. Zhu, Z., et al. (2024). Review of manpower management in healthcare system. Journal of Multidisciplinary Healthcare. 17, 5341-5351. Available at: https://www.tandfonline.com/doi/full/10.2147/JMDH.S497932
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